Impact of organizational culture on quality management and innovation practices among manufacturing SMEs in Nigeria

Abstract

Abstract This study aimed to examine the impact of organizational culture on quality management and innovation practices among manufacturing SMEs in Nigeria. Empirical data were collected from 570 manufacturing SMEs in three states in Northern Nigeria (Kano. Kaduna and Katsina). A convenience sampling technique was used to obtain data from SMEs in the study area. The study used PLS model to test the hypothesized relationship and the results indicate that six out of the eight hypotheses were supported while only two were not supported. The study found that adhocracy culture, clan culture, market culture, and hierarchy culture were positively related to innovation. On the other hand, clan culture and market culture were positively related to quality management, while adhocracy and hierarchy cultures were discovered to be negatively associated with quality management. The findings revealed that SMEs that maintain aggressively, and results-oriented focus, remain results-oriented, with priority getting the job done, promote hard-driving competitiveness, high demands, and achievement. Thus, embark on aggressive competitive actions, remain committed to meeting targets, and define success by winning in the marketplace and outpacing the competition could improve both their innovation and quality management performance. Therefore, embracing a sound organizational culture could lead SMEs to more significant innovation and quality management performance.